<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Competitive Strategy on MYLES — Strategy &amp; Innovation Consulting</title><link>https://myles-innovation.com/tags/competitive-strategy/</link><description>Recent content in Competitive Strategy on MYLES — Strategy &amp; Innovation Consulting</description><generator>Hugo</generator><language>en</language><lastBuildDate>Sun, 01 Mar 2026 00:00:00 +0100</lastBuildDate><atom:link href="https://myles-innovation.com/tags/competitive-strategy/index.xml" rel="self" type="application/rss+xml"/><item><title>The ODI Market Definition: Why Getting the Market Right Changes Everything</title><link>https://myles-innovation.com/blog/odi-market-definition/</link><pubDate>Sun, 01 Mar 2026 00:00:00 +0100</pubDate><guid>https://myles-innovation.com/blog/odi-market-definition/</guid><description>&lt;h2 id="the-question-that-reframes-everything"&gt;The Question That Reframes Everything&lt;/h2&gt;
&lt;p&gt;&amp;ldquo;What market are you in?&amp;rdquo;&lt;/p&gt;
&lt;p&gt;It sounds like a trivial question. Every executive has an answer ready. The VP of Marketing can recite the market definition from the last investor presentation. The VP of Product has the competitive landscape slide. Everyone in the leadership team has a clear, consistent, completely wrong picture of what market they are actually in.&lt;/p&gt;
&lt;p&gt;Wrong is perhaps too strong. Incomplete is more accurate. But in strategy, incomplete and wrong often produce the same outcomes: innovations that solve problems nobody has in the market you defined, while the problems that actually drive customer switching behavior sit invisibly outside your competitive frame.&lt;/p&gt;</description></item></channel></rss>